READY, AIM, .....(cont.)
Previous Page Progressive Discipline
(I prefer the phrase "Progressive Performance Redirection")
Professionally executed terminations are the end product of a process, not the outcome of a single event. (Never fire on impulse or in anger). Stick to the process and you'll avoid a huge percentage of problems. With the proper aforementioned foundation in place, a termination system (progressive discipline) is your blue print to what should be done and when.
When you've encountered unacceptable employee behavior, or performances that are intentional or at the least insubordinate, you have to draw the professional line.
Notice I said intentional. The trigger for a progressive discipline initiative should be the deviant employee's intentions. Accidents or honest mistakes should only end up as subject of progressive discipline when their potential reoccurrence is due to that of sloppy work habits.
Back to bad intentions. When you encounter sloppy work, start with the attitude. Most poor performances can be corrected and often are, follow this five step process to success.
First Oral Warning
A minor offense requires behavior redirection. A first infraction does not necessitate, nor justify, a dramatic warning that scares or intimidates the employee. A key principle is the punishment should fit the crime. Remember that your goal in "PD" is to correct performance, not destroy the employee's self‑esteem. Always‑‑even in termination‑‑attack the behavior to be corrected, not the person.
Oral warnings should be given in private. Correcting someone in front of fellow employees, regardless of how tactfully, will usually lead to resentment and the employee will concentrate on the resentment rather than your corrective words.
Second Oral Warning
The second oral warning should be more straightforward (never harsh) and should be recorded (do not trust your memory) in the employee's file. You should have a confidential file on every employee, full‑time or part‑time.At this stage you are not giving the employee anything in writing, but starting to create a paper trail in your files.
Be certain to remind the employee that this is the second time you have discussed this issue. End this meeting with the statement that, "your desire is to help them improve their performance". Tell them, "I am on your side, but you are going to have to correct this." Again ask the question, "What can I do to help you!"
The word "reprimand" could be used instead of "second oral warning." With that in mind, there are several points you need to consider:
- The key objective is to redirect unsatisfactory performance, not to play God by taking this opportunity and your authority to beat up somebody.
- Never give a reprimand when you are angry. If you show anger, or lose your composure, the employee will not listen to what you are saying. A boss who has lost his "cool" usually does not get respect.
- Present this reprimand in private and as soon as possible. You will not reinforce your message or change the behavior by waiting two weeks after the infraction.
- Start the session by stating the facts, not unsupported generalities such as "You are always late!" "Always" is too general. Better would be: "I have a concern and that is in the last week you have arrived at work late on three separate occasions. This is the second time that I have had to discuss this problem with you. If you will recall, three weeks ago I was concerned about the same issue. When you are late to work, it disrupts our schedule and puts a strain on your fellow employees. Why is this issue still a problem and when can I expect it will end!" (Your tone of voice should be direct, but not sarcastic.)
This version is factual and will probably be successful because of four reasons:- First, it flatly states the problem: lateness;
- Second, it details the facts of the problem's history;
- Third, it tells the employee how their behavior is affecting others;
- Fourth, it places the burden of resolving it where it should be: on the employee.
- Never assume you know everything about every situation. Good listening will help the employee see you are fair when there are extenuating circumstances for their behavior.
As a good listener, you do not interrupt the employee's explanations or anticipate what they are going to say. Also, stay away from sarcasm, which only causes resentment.
Do not, however, be such a good listener that his problems become yours. Ownership of the problem should solidly remain where it can be best resolved: with the employee!
- Encourage the employee to make suggestions for correcting the problem. If they are part of the solution, they are more apt to adhere to the plan for correction.
- End the reprimand on a positive note by reminding them that you are there to help and you believe they can resolve the problem.